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Alan Hanbury
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Recent Columns from Alan Hanbury |
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We have talked about some 25 business metrics that one can track. After we collect them for a period of time, they begin to have a "normal" range. We can then apply these numbers to make better predictions and better decisions.
11/1/2005
Making Sausage
Part 8 of a Series on Benchmarking Last month we talked about the first three steps in setting a gross profit target. Now comes the part where we run the numbers from steps one, two and three through the grinder. Here is the recipe: The math is easier with our markup calculator at www.housingzone.com/article/CA466927.
7/1/2005
There is Nothing Gross About Profit
Part 7 of a Series on Benchmarking Setting a gross profit target — finding a pricing, staffing, operating expense and profit model that is SMART — is the key to all business success. (SMART is defined as specific, measurable, attainable, relevant and time-sensitive.) No one can tell you what to charge for your work or what markup to use.
6/1/2005
The New Rules: Work Smarter by Working Less
PART 6 OF A SERIES Every company has an obligation to find a balance between working hard at making a profit and working hard at staying sane. The thirst for greater quantities of time off is often squashed by the workaholic's hunger for some nebulous level of success. Over time the two opposing goals can tear apart families, marriages, partnerships and friendships.
3/1/2005
Are You Dying to Grow?
Looking at metrics for accounts payable, accounts receivable and working capital efficiency over time and against benchmarks can tell us if we are headed toward being cash strapped or if we can safely grow our business. They draw attention to payment and collection policies that might need closer investigation to keep us solvent and financially flexible.
1/1/2005
Does your company need performance-enhancing help?
Making money is all about maximizing performance — using your tools, people and materials as efficiently as is practical. This month we look at annualized sales per field employee, office employee, sales employee and total employees. Are we being more efficient in garnering sales or producing projects with our present staff than last year, or last summer? Or perhaps with the lead carpente...
12/1/2004
Leading the Way to Profit
I have precious little free time and don't want to spend my billable hours giving away free information without a fighting chance of a sale.
9/1/2004
Overpaid? Sometimes Paid? Owed Pay?
Most business owners try to find ways to maximize their salary toward the end of the year, and it never seems to be enough.
6/1/2004
Benchmarking: Setting Standards for the Industry
Benchmarks provide direction and suggest a course of action.
4/1/2004
Benchmarking: Setting standards for the industry
The definition of and synonyms for benchmark include "standard," "point of reference" and "targets." Benchmarks provide direction and suggest a course of action.
4/1/2004
The Trouble With Time-and-Materials
There are many reasons to use a certain pricing system - some are convenient, some safe, some capitalistis and some lazy.
1/1/2004
Pardon Me, Is That Your Slip Showing?
Slippage is the silent killer, our unwanted partner, the overpaid ghost that steals our net profits. If we must live with it, how can we make it manageable?
10/1/2003
Praying or Planning for Profit?
The sad truth is that larger jobs, unfamiliar project types, poorly chosen clients, poor job costing - and the resulting repetitive estimating errors - capped by a poor understanding of how profit is generated, are the root causes of remodeler failure....
8/1/2003
Markup Calculator
HousingZone.com presents a markup calculator in conjunction with Alan Hanbury's Praying or Planning for Profit? article in Professional Remodeler magazine.
8/1/2003
The Case of the Boisterous Bar Braggart
Liars always figure, and figures always lie. Heard that one before?
4/1/2003
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